Kathrine Mertz Aagaard

• I have succeeded in building a highly appreciated and acknowledged Group Strategy Execution Office incl. Governance frameworks across all strategic programmes and projects in VELUX. This involves driving key Executive Leadership meetings, structuring, and preparing strategy updates (in collaboration with CEO and CFO) for the Board of Directors, as well as delivering and presenting strategic updates to VELUX Executive Group Management
• I am responsible for orchestrating and integrating transformation plans to accelerate both the corporate and sustainability strategy execution in VELUX. I run the day-to-day leadership of the Group Strategy Execution Office
• I have developed a high-performing team by providing mentorship, guidance, and opportunities for professional growth
• I have cultivated a positive work environment through my inclusive leadership style, fostering employee engagement and boosted overall team morale

• Drove transformation across a 3,000+ employee business unit (300mDKK budget) by building governance and reporting for senior leadership (in Wealth Management Business Unit), increasing transparency and execution success. Planned and led strategy execution workshops and transformation days, enhancing collaboration and strategic alignment
• Facilitated the six-month post-merger integration of two 3,000-employee units, managing project plans, communication, and stakeholder coordination
• Managed multiple high-stakes projects simultaneously while maintaining strict timelines and budget constraints.

• In a new role, I was responsible for building a new marketing function for the Asia-pacific market. This included developing new content marketing, customer-focused activities and targeted communication. During this period, I orchestrated the closing of a new PR-partnership, introduced a new APAC customer-summit, produced lead-generating webinars and several content pieces around strategic themes e.g. data management. Overall, the activities resulted in a significant strengthening of SimCorp's brand positioning in Asia-Pacific and increased customer satisfactio
• I was responsible for driving the annual business plan for sales and marketing activities in Asia-Pacific. Based on customer, market and competitive insights, the plan was careful aligned with market unit strategy and growth initiatives. Overall, this has played an instrumental role in planning and building out the marketing activities in Asia-Pacific and establishing a solid marketing function in a period where SimCorp APAC had +10% annual revenue and client growth.
• In 2017, my team in Asia-Pacific won the global marketing award 2017 - top performing relative to target in producing new sales leads from marketing activities
• I implemented data-driven decision-making processes to optimize marketing budget allocation across various channels.

Various positions across Danske Bank since I started in a Graduate position - Business Banking i 2010.

• Responsible for driving Business Planning Processes for all market areas. The planning process is part of the Strategy2020 implementation planning in the forthcoming years.
• Programme Manager responsible for leading implementation and execution of the Swedish and Norwegian growth strategy. I have worked closely with business management in both countries while being responsible for planning, overall progress tracking, prioritizing, reporting to Executive board and Board of Director, business case, risk management etc.
• Ad hoc senior management support for EVP Business Development and SVP in both market areas. Completing performance analyses and recommendations, making presentation materials, writing strategic memos to Danske Bank's Board of Directors etc.